Highway Administrator Paper
ORGB 300 – 001
The administrator of the highway department was given a task to find a way to fill more potholes. This program to fill more potholes would decrease the number of complaints in the city and the number of damages to the residents’ cars. To do this, the Highway Administrator implemented a goal-setting program, in hopes this would encourage the workers to fill more potholes. This program sets a standard for each crew to fill a certain amount of potholes per day, no matter the location of where the crew was working. The results will then be posted for all of the crews to observe and compare. As an incentive to fill the most potholes possible, the crew who filled the greatest amount of potholes each week was given a reward. I personally believe excellent results will be achieved since the Highway Administrator’s plan follows the design of the goal setting theory. “Goal setting theory was based on the premise that much human action is purposeful, in that it is directed by conscious goals.” (Neil, 1994) A more updated definition of the Goal Setting Theory states that goals are the primary drivers of the intensity and persistence of effort. This program is going to be successful since the goals to be met are specific, accompanied by feedback, and difficult, but accepted by the workers. These aspects of the program will increase the overall performance of the workers, meaning more potholes will be filled in the approved manner, therefore, decreasing the number of complaints in the city and damages to the residents’ cars. Since the duties assigned to the workers are meant to help the community, it is safe to say that their job performance is meaningful. The workers have a clear, spelled out job description and a list of tasks they need to complete, in the order they need to complete them. With their specific job description and the workers helping out the community, overall job satisfaction will rise, increasing job productivity. “Meaningful work and job satisfaction are linked,” (Weir, 2013) and typically lead to overall life satisfaction. Goals set by the highway administrator’s program were specific. The standard set by the highway administrator were that each crew was to fill 20% more potholes than they usually fill on a daily basis. This aspect of the goal is extremely efficient and specific which gives the workers a clear idea of what they need to do at work. If the goal were to simply “fill more potholes than you normally fill” than each crew could fill one more pothole than they normally do and still meet the goal, but this would probably not complete as much work done as fast as it needs to completed. This goal is also a clear standard because of the different working conditions each crew operates in. Asking each crew to fill five more potholes than normal might prove to be easy for one crew and extremely difficult for another, depending on the conditions. Each crew was also given a step-by-step sheet on how to properly fill each pothole. This will create a filled pothole that will last longer, therefore, making less work for the future. The feedback that accompanies each goal comes at the end of each week. Feedback is objective information about performance. Motivational feedback serves as a reward and the highway administrator clearly understands that since he is using rewards to drive his employees’ productivity. (Hogue, 2004) Each week, the highway administrator will post performance data on a board for all of the other crews to view. Since there are only rewards and no harsh consequences, this creates friendly competition for each crew. The crew who has the most potholes filled at the end of each week wins tickets to a sports game in their locality. Since there is an incentive involved with the weekly performance, the crews will work much harder in order to come first and win the reward. This will...
References: Hogue, M. (2004). Improving Job Performance with Feedback, Extrinsic Rewards, & Positive Reinforcement. [PowerPoint Presentation]. Retrieved from www.personal.kent.edu/~mhogue/I&G_10.ppt
Kreitner, R., & Kinicki, A. (1998). Organizational behavior (4th ed.). Boston, Mass.: Irwin/McGraw-Hill.
Neil, H. F. (1994). Goal Setting Theory. Motivation: theory and research (). Hillsdale, N.J.: L. Erlbaum Associates.
Weir, K. (2013, December 1). More than job satisfaction. http://www.apa.org. Retrieved May 14, 2014, from http://www.apa.org/monitor/2013/12/job-satisfaction.aspx
Yip, P., Goldman, A., & Martin, A. (2009, January 1). JOB SATISFACTION. I/O Psychology: Job Satisfaction. Retrieved May 14, 2014, from http://www.u.arizona.edu/~ctaylor/chapter9/jobsat.html
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